Successful engagements begin with proper preparation. Before your CFO starts, gather: (1) Financial statements for the past 12-24 months (P&L, balance sheet, cash flow statements), (2) Current year budget and any existing forecasts, (3) Bank statements and cash position details, (4) Accounting system access credentials, (5) Cap table and shareholder information, (6) Major contracts (customers, vendors, loans), (7) Previous board presentations or investor decks if available, (8) Organization chart and team structure. Additionally, schedule recurring meetings for the first month: weekly CFO-CEO sync (1 hour), monthly leadership team financial review (1-2 hours), and initial team introductions (30 minutes each key person). Most importantly, clarify objectives: What are your top 3 priorities for the CFO in the first 90 days? What does success look like? Having this clarity upfront accelerates value delivery. Finally, prepare your team by communicating the CFO's role, how they'll interact with the business, and why this investment matters. Teams that understand and embrace the CFO's arrival see much better outcomes than those treating it as "just another consultant."

Time commitment varies by phase but is front-loaded. Weeks 1-2 (Discovery): CEO/Founder should expect 4-6 hours weekly (interviews, document review, discussions). Finance team: 8-12 hours weekly supporting data gathering and system access. Other leadership: 2-3 hours for interviews and context. Weeks 3-4 (Analysis): CEO: 2-4 hours weekly (reviewing findings, strategic discussions). Finance team: 5-8 hours weekly (supporting analysis, learning new processes). Leadership: 1-2 hours for presentations. Weeks 5-8 (Implementation): CEO: 2-3 hours weekly. Finance team: 6-10 hours weekly (higher during system implementations or process changes). Leadership: 1-2 hours for reviews. Weeks 9-12 (Optimization): CEO: 2 hours weekly. Finance team: 3-5 hours weekly. The investment is significant but front-loaded—by Month 4, team time required typically drops 60-70% as systems become self-sustaining. Most businesses find the time investment challenging but worthwhile, particularly when they see the quality of outputs and long-term efficiency gains. Budget for this time; underfunded engagements where teams "don't have time" to support CFO work deliver far less value.

Results appear on different timelines depending on type. Immediate (Week 1-2): Cash flow visibility, critical issue identification, initial recommendations—you'll see value from the first financial health assessment. Quick wins (Week 3-6): Professional reporting, corrected accounting errors, early cost savings, improved processes—most businesses see £20K-£50K in identified savings within first 60 days. Medium-term (Week 7-12): Faster month-end close, trained team, optimized systems, strategic clarity—efficiency gains compound and become measurable. Long-term (Month 4-12): Margin improvements, successful fundraising at higher valuations, strategic initiatives bearing fruit—the most significant value emerges over 6-12 months as systems mature. Typical timeline: Week 2—cash clarity, Week 4—professional reporting, Week 8—process improvements, Week 12—measurable ROI, Month 6—major strategic wins, Month 12—3-8X total ROI. If you're not seeing ANY tangible value by Week 6-8, something's wrong with the engagement—could be misaligned expectations, poor CFO performance, or insufficient team support. Most successful engagements deliver obvious value by end of Month 2.

The 90-day timeline described here assumes ongoing fractional CFO relationship, not project-based consulting. Key differences: Project engagement treats 90 days as complete scope with defined deliverables and end date. CFO delivers recommendations, documentation, models, then exits. Implementation is your responsibility. Best for one-time needs like fundraising prep or system selection. Ongoing relationship treats 90 days as foundation-building phase leading to continuous partnership. CFO implements systems, stays to optimize them, evolves support as business grows. Responsible for outcomes, not just deliverables. Best for businesses needing strategic financial leadership over 12+ months. Value difference is substantial: Project engagement might deliver excellent 90-day deliverables (reports, models, plans) that never get implemented because you lack capacity or expertise. Ongoing relationship ensures deliverables get implemented, optimized, and evolve with your business. Think of it this way: project engagement gives you the blueprint; ongoing relationship builds the house and lives there to maintain it. Most businesses seeking genuine financial transformation choose ongoing relationships. Reserve project engagements for specific, well-defined needs where you have internal capability to execute recommendations. The first 90 days feel similar for both, but diverge significantly after—project ends, relationship deepens.

Evaluate success across five dimensions at 90 days: (1) Deliverables—did you receive everything promised? Professional financial package, cash flow forecast, financial model, improved processes, documented policies. If major deliverables missing, that's a problem. (2) Insights—has your CFO identified issues, opportunities, or strategic insights you weren't aware of? Generic CFOs deliver standard outputs; great CFOs reveal specific insights about YOUR business. (3) Team Development—is your finance team more skilled, confident, and productive? Successful CFOs upskill teams, not just do the work themselves. (4) Financial Clarity—do you and your leadership team have clearer understanding of financial position, drivers, and trajectory? If still confused about basic financials, CFO isn't communicating effectively. (5) Measurable Impact—can you point to concrete improvements? Faster close, cost savings identified, better decisions made, improved investor communications. Successful 90-day engagements demonstrate all five. Red flags: vague deliverables, generic recommendations, no team development, still confused about finances, no measurable impact. Best practice: schedule formal 90-day review with your CFO covering achievements, missed expectations, and roadmap for next 90 days. Candid assessment ensures alignment or course correction. Most successful engagements clearly demonstrate value by 90 days; if you're unsure whether it's working, it probably isn't working well enough.